Research Project (Ridhima Gupta-2012949)

Research Project
On
SYSTEMATIC REVIEW OF BEST PRACTICES OF TALENT

MANAGEMENT OF MULTINATIONALS.
Submitted in partial fulfilment of the requirements for the degree of Master of

Business Administration
(2020-2022)
Submitted To:
Department of Business Administration
Punjab College of Technical Education, Baddowal, Ludhiana
Affiliated to
Punjab Technical University, Jalandhar.
Research Supervisor/Advisor: Submitted By:
MS. NAMRATA BHALLA RIDHIMA GUPTA
(ASSISTANT PROFESSOR) (2012949)
Official Email ID-
ridhimapctemba20c@gmail.com
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CERTIFICATE OF APPROVAL
This is to certify that Ms. Ridhima Gupta D/o Mr. Honey Gupta, roll no. 2012949 has
undergone a research project on “SYSTEMATIC REVIEW OF BEST PRACTICES OF
TALENT MANAGEMENT OF MULTINATIONALS”. The work embodied in this report
is original and is of the standard expected of an MBA student and has been submitted in
complete fulfillment of the degree for the requirement of Master of Business Administration at
PUNJAB COLLEGE OF TECHNICAL EDUCATION affiliated to PUNJAB
TECHNICAL UNIVERSITY. She has completed all the requirements of guidelines for the
Research Project Report. The work is fit for evaluation.
______________________
Signature of Supervisor
PROF. NAMRATA BHALLA
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DECLARATION
I, Ridhima Gupta, (MBA 2020-2022) at PUNJAB COLLEGE OF TECHNICAL

EDUCATION hereby declare that the research project on the topic “SYSTEMATIC
REVIEW OF BEST PRACTICES OF TALENT MANAGEMENT OF
MULTINATIONALS” is an original work and it has not been previously framed for the basis
of award of any degree/diploma/fellowship of other similar titles. It has been done under the
guidance of Prof. Namrata Bhalla.
________________________
Signature of student
RIDHIMA GUPTA
Roll no.: 2012949
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ACKNOWLEDGEMENT
I express my deep and profound sense of gratitude to my project guide Ms. Namrata Bhalla for
her guidance and constructive support in the completion of this study. Her able guidance at
each step of the project helped me to broaden my outlook on the project and in the successful
completion of the project. I shall always remember her polite way of rectifying me and constant
encouragement by asking various questions.
I especially thank all the faculty members of PCTE for equipping me with the skills and the
ability through their inputs, which assisted me in the completion of the project. I wish to thank
all those people who have directly or indirectly helped me in the successful completion of the
project report.
I would like to thank all researchers and authors whose articles gave me good insights into the
topic which added direction and strength to my research process.
Ridhima Gupta
MBA (2020-22)
Roll No. 2012949
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ABSTRACT
In an era of continuous changes and globalization, the current conditions of business world
would bring a great interest in human resource management. The concept of today’s talent
management has become more relevant and raises new questions that are fuelled by the
sophisticated modernization of corporate culture and the improvement of human resources
activities. Big change can be seen in the belief that the key factor in business success are the
talented employees who are the key to building, maintaining and increasing the competitive
advantage of company.
This research report will investigate “SYSTEMATIC REVIEW OF BEST PRACTICES

OF TALENT MANAGEMENT OF MULTINATIONALS”. It will assess how the
organisation manages the culture of the employees. On what basis they will hire and recruit
the employees. What the organisation would do to develop new strategies for the company.
Things the organisation would keep in mind while recruiting the new employees and further,
what techniques the organisation would use for accessing the turnover rate of the employees.
Talent management has been perceived as part of human resource management strategies
where it consists of the implementation of integrated strategies that are executed to improve
and sustain the organizational performance by improving procedures for attracting, retaining,
developing and profiting from individuals with the necessary qualifications and skills to
achieve present and future business requirements.
_______________________ ________________________
Signature of Advisor Signature of Student
Prof. Namrata Bhalla Ridhima Gupta
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INDEX
CHAPTER CONTENTS PAGE NO.
NO.
I Introduction
II Review of literature
III Proposed Research Methodology
• Objectives of the study
• Research design
• Sampling plan
• Target population
• Sampling technique
• Sample size
• Research instrument
• Data collection
• Data analysis tools
• Need and scope of the study
IV Analysis and interpretation
• Gender of respondents
• Age of respondents
• Importance of Talent Management
• Contribution towards company goals
• Engagement of employees
• Factors leading to implementation of TM
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• Attracting employees towards organization
• Access turnover rate of employees
• Policies offered to retain employees
• Conducting training programs
• Ensuring right skills according to job offered
• Recruiting the employee
• Managing culture of the employee
• Plan to continue career with organization
• Developing new strategies for company
V Findings
VI Conclusion and limitation
VII Bibliography
VIII Annexure
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CHAPTER – 1
INTRODUCTION
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1.1 OVERVIEW
In an era of continuous changes and globalization, the currents conditions of business world
would bring a great interest in human resource management. The concept of today’s talent
management has become more relevant and raises new questions that are fuelled by the
sophisticated modernization of corporate culture and the improvement of human resources
activities. Currently, several human resources managements specialists resonate with the need
of perceive talent management, which is based on assumption that it represents one of the
critical parameters of a successful company, achieving efficiency and setting goals and
increasing its competitiveness by talented employees. Big change can be seen in the belief
that the key factor in business success are the talented employees who are the key to building,
maintaining and increasing the competitive advantage of company. Finding and retaining
these employees, which is a part of comprehensive talent management, is becoming
increasingly important.
As a result of the increasing pressure from the globalization of the business environment, the
difficult conditions of the competition i.e., gaining global character, human resource are
increasingly becoming the focus of managers of the companies. Many large companies
compete with start up talents because they have potential to earn a large amount of money.
Regardless of the supportive role of talent development practice (TDP) within the
establishments, the lack of Talent in the U.S. and global labour markets in some years is a
reason that attracts the need for research in talent development practice domain. Numerous
studies addressed a fast decline in the workforce in most advanced nations for the reason that
retirement of baby boomers and declining rates of birth makes it hard to discover the best
works for the qualified persons at the precise time. Consequently, successful conventional
talent development programs need to be appropriately updated to address innovative matters
such as employment shortages. The introduction of the talent development program in
organizations affects the results of companies, including efficiency, absenteeism, and job
satisfaction. Discovering these essential influences, scholars advise become successful in
handling talented personnel; particularly senior managers that are central to the organization
of human capital. Regardless of the optimistic outcomes of the organizations and the value of
adopting the Talent development program. However, there is a lack of research in the talent
development area. Providing a structure or pattern that describes talent development's
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working boundaries and scope, the organizations key Talent development strategies and the
likely significant results will give a perfect picture that will improve the way firms
recognized and interpret methods of talent development practice. The present research aimed
at classifying analysed results of an observed investigation on the talent development
approaches towards organizations, considering the nations in which the study was performed,
and recognize the significant consequences for the application of talent development practice,
with regards to its encounters and matters of paramount importance. The purpose of this
research is to interject in the human resource development domain through interpreting the
existing position of observed investigations in the talent development practice literature and
developing a model describing the relationships between the results of their research work. In
the same way, to discover a list of intervention that establishments use for talent development
practice, the challenges that organizations confront while applying interventions, and the
results of implementing intervention; then focus on the existing loopholes, explore the
motives and offer significant suggestions to bridge the gaps.
Organizations play an important role in the wealth of their countries and so, successful
managers are always exploring for new ways to develop, improve, and sustain their
organizations, especially in bad economic situations. Successful managers know how to help
their organizations to survive and overcome any obstacle as well how to look forward to
achieve improvement, prosperity and long-term sustainability. For that purpose, in the
literature of the management field it can be found that there is always an increasing concern
to research the organizational performance aspect considering it an essential dependent
variable. Various approaches have been researched such as human resources, strategies, and
operations. The undertaken studies aimed to figure out the effect of such approaches on the
sustainable organizational performance and their relation to it whether in negative or positive
ways.
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1.2 IDENTIFYING AND RECRUTING EMPLOYEES
A characteristic feature of a talented employee is the proven relationship to company

flexibility, productivity and profit, the ability to distinguish organizational culture and
become a competitive advantage for the company. In addition, a talented employee must be
motivated to deliver the best and above-average work results. He/she is also characterized by
quality communication skills, proactive gathering of new experiences, bias and focus on new
topics and challenges. A talent is usually an employee who belongs to the Y generation, has
an excellent English, is able to establish a business network and is willing to travel. In the
first selection round, the CVs, motivation letters in English and the attached candidates'
certificates are sorted according to the level of fulfilment of the requirements. Applicants who
have successfully completed the first selection procedure are invited to the second selection
round, which is managed by recruitment and human resources managers. During this
selection round, the candidate's acquired knowledge and skills are verified. Regardless of the
job offer, all candidates must complete an English verbal test. In addition, the employee's
capabilities are tested using various tests, such as a Microsoft Excel test. The last selection
round focuses on obtaining the most confidential reviews about candidates. Information such
as the length of employment, the reason for leaving a jobseeker from a previous job, the
reason why he/she would not want to work for other companies, an assessment of overall
performance, honesty and timeliness are confirmed. A free hand in determining the criteria
for identifying talented employees, so it does not have to comply with the general conditions
and criteria. Always looking for new talented employees who have the best prerequisites and
therefore have a reward when recommending a new employee among acquaintances, friends
or former friends.
1.3 RETENTIONS OF TALENTED EMPLOYEES
Nowadays, when there is a need for talented employees and the unemployment rate breaks
records at the lowest level, it pays due attention to its employees and their stabilization by
effective employee financial and non-financial benefits. In addition to typical employee
benefits, they also provide some specific benefits. In order to support the health of
employees, a vitamin program has been introduced and in the winter period a medical pass of
is introduced. Employee training is done through hard and soft skill training focused on the
needs of individual jobs. Employees work in an ergonomic working environment that
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provides height-adjustable work desks and ergonomic computer mice. Employees can also
feel a more relaxed and informal atmosphere. As employees usually are not in direct contact
with external customers, there is a freedom to choose their dress code. They also include a
combination of different lectures and trainings using medical devices. Employees can
voluntarily engage in activities such as social management system and yoga for self-control
and self-improvement of human psychology and psychophysiology. Employees can choose
sports activities, such as swimming, squash, badminton, tennis, fitness, etc. as part of a
Cafeteria benefit system.
Emphasis is also placed on continuous education and development of employees. The whole
system of activities that can develop the potential of employees is perceived as a package that
is adjusted to their needs. There is continuous improvement and development of the skills of
employees through different activities such as language courses, job shadowing, trainings and
various development projects for employees, senior supervisors, managers, but also senior
management. The soft skills trainings help the employees' professional and personal growth.
These soft skills trainings are divided into two groups that focus on:
• Fundamental leadership – time management, conflict resolution, motivation and

feedback, LEM model, manager typology, presentation skills, leadership role and
situational leadership.
• Advanced leadership – kick-off teambuilding, effective communication with
subordinates, change management, situational leadership, advanced presentation
skills.
Time management helps to improve not only the management of time, but also shows the
power of delegating and gives trainers the opportunity to identify time management
opportunities and manage them in accordance with their real-life needs. Motivation and
feedback training helps to work incentive when dealing with challenging interviews with
team members, while at the same time expressing the essence of feedback. Managers can
participate in a course that helps analyse their personality profile and important factors that
determine success in their job. While working, some employees need to have presentation
skills that can be improved by training that focuses on creating effective and professional
presentations that interest the audience. Leaders can learn how to understand the difference
between leadership and management of a team, learning how to apply situational leadership
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within each context. Leaders who are interested in expanding their knowledge and skills can
take part in more advanced training. After completing the Leadership Advance Program,
supervisors can get to management positions. Kick-off teambuilding helps leaders get to
know each other in a more personal way and supports collaboration, team spirit among
teambuilding participants in various functions. They build on the concept of situational
leadership and apply leadership styles to individual employees and specific situations. The
objective of an effective communication course with subordinates is to understand the "soft"
and “hard" expectations of stakeholders, i.e., their own, subordinates’, directors’, colleagues’
and other internal staffs’. Individual action plans are also being developed, such as the
personality improvement plan and the work performance control plan. Employees have the
chance to identify change management tasks in the project, familiarizing themselves with
change management principles, creating individual plans for creating key learning activities
in a daily project.
There is a "Leadership Talent Program", development program, where only talented

employees can participate. Hard skills are professional knowledge and skills that are
relatively easy to measure. They are an integral part of the professional competence
requirement to perform a particular job task. An employee completes three levels of courses,
from low to high, and is tested using computer tests. The essence of job shadowing is to
observe the work performance of another employee and to share his/her knowledge and
skills.
1.4 THE LEADERSHIP TALENT REVIEW
Top leaders perform annually an appraisal of talented employees called "The Leadership
Talent Review" (LTR). The essence of Leadership Talent Review is the identification and
evaluation of talented employees, in order to align their individual aspirations and
development plans with company’s needs and the pyramid of leadership positions.
Leadership Talent Review promotes the visibility of talented employees, successful plans,
and ensures effective employee development efforts. The intention is to keep future
successors with a degree of readiness, to advance career growth to a higher job position and
to reduce the risk of job vacancies.
At the lowest position are employees who are responsible for maintaining their professional
profiles and for sharing their personal and career interests. Employees' competence is to
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improve their personality through rotating tasks, training, coaching, mentoring and stretching
tasks. The employee’s ultimate responsibility is to manage his/her own career development.
Managers are engaged in career discussions with subordinate employees to clarify their
efforts and interests. They also identify, assess and develop the potential of subordinate
employees to become successors of their own job. At the same time, they review succession
plans, ensure their topicality, control and support the development of employee talents
through assigned rotational tasks, stretching tasks and various other options. At the highest
hierarchical level of the human resources department, there is a business partner that
facilitates assessment and ensures teamwork communication. Within the scope of his/her
competences, he/she defines the positions, occupancy and required activities for the
Leadership Talent Review. His/her aim is to support leaders in education and to implement
the tools, standards and expectations of Leadership Talent Review. The Chief Executive
Officer of talent management has the highest position in the leadership pyramid. He/she
defines and manages standards, the timeframe for Leadership Talent Review. He/she analyses
the data collected and uses it to support voting and non-binding decisions on talented
employees. In addition, he/she facilitates meetings of team leaders and manages succession
planning for them. The whole process of Leadership Talent Review focuses directly on
identifying and developing leadership and critical job positions. For other jobs at a
hierarchical lower level, this process allows them to make their talents more visible and their
development activities aligned. The starting point of the Leadership Talent Review is to align
the individual career interests of employees with the needs and to identify talented employees
who are able and willing to advance. Manager’s competences include a preliminary
assessment of employees, which points to their anticipated work performance and career
interests. The employee’s potential is defined as the employee’s expected work performance,
taking into account his/her ability, influence and commitment. An employee's ability can be
defined as the likelihood of consistently generating outcomes that positively affect
company’s results. Employee’s impact is the likelihood of higher work performance through
the work of other employees. The employee's proven effort is perceived as the likelihood of
achieving greater extent and higher accountability. As part of the preliminary assessment of
each employee, managers observe his/her personal characteristics, professional history, career
interests, strengths, motivation and goals, the ability to achieve successful results in a new
business environment and willingness to develop himself/herself. Feedback from other
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employees who work in close contact with a particular employee is important because proper
feedback will provide insight into his/her abilities, influence and effort. In order to determine
the total number of selected potential employees, the broader meaning of the three potential
levels should be taken into account-
• Best (in the current job position) – the employee does not show potential growth
outside the current job role
• Promising – although the employee’s potential growth outside the current job is
visible, other observation and development is required
• Significant – the employee increases his potential beyond the current job position
• Succession planning. Managers are looking for talent in successful leaders and
decisive positions. In particular, they identify individual employees who are ready to
take over a new job role temporarily, soon, later and in case of emergency. The focus
of employee succession planning is the creation of a succession plan. Succession
planning is focused on recording and proactive planning of successors first from
internal sources, and then, if necessary, seeking successors from outside.
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CHAPTER-2
REVIEW OF
LITERATURE
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Hale (2013), Studied that 86% employers faced difficulty in attracting employee and 58%
came across the problem to retain their employees. Such issues motivate organizations to
focus on talent issues.
Rothwell (2012), Suggested that if organizations engage in strategic practices to retain and
engage employees, it would be beneficial for the organization.
Heinen (2011), Discussed that successful organizations always give importance to attracting,
retaining and developing the talent and it also assists the organization in making the
company’s strategy that align the business plan with skilled employees. However, if an
organization fails to utilize human capital, then the result will be in the form of business
decline. There are different features of talent management like recruitment, selection, on-
boarding, mentoring, performance management, career development, leadership
development, replacement planning, career planning, recognition and reward. It is suggested
that the organizations who wants to achieve competitive position and to increase its
productivity should adopt the approach of attraction, recruitment, retention and development
of intellectual capital.
Holland (2011), Emphasized that the companies can improve their performance by using
resource-based view in recruitment, retention and development process and can get
competitive advantage.
Hughes and Rog (2010), Elucidated that the CEO of the company plays an important role in
the effective implementation of talent management. Talent management strategy must be
integrated with all levels of organization and its objectives must be clear. The people
assessment system must be analytical. It must be able to ensure that people have right skills
according to their jobs. Managers need to enhance their ability to translate the business need
into talent strategies for the better performance of organization.
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Kumar (2010), Recommended that the strategic use of talent management will result in
better performance of the companies. Research highlighted that talent management
considered strategically important in today’s competitive world as companies are competing
on the basis of human capital and by searching, attracting, retaining, and developing talent
companies will have competitive advantage.
Sheehan (2009), Noted that attraction and development of key employees of organization
resulted in optimal performance of organizations and it would sustain competitive advantage.
Doris Sims, Matthew Gay (2007), Interested in the steps and decisions involved in the
creation and implementation of talent management programs. A step-by-step instruction for
starting a Talent Management program from scratch, or taking an existing program to the
next level is comprehensively explained by the authors.
Taylor (2007a), States that most definitions give a definition of what TM should consist of,
instead of saying what it is. He suggests that his definition is focusing on the aim of TM and
he further argues that TM should not be seen as an individual aim but as an aim of the
organization as a whole. TM should help the organization to ensure that it is able to do what
it is set out to do today, but also in the future.
KARTHIKEYAN J (2007), Argues that Organization needs to have a vision and a well-
defined strategy on hiring for the future. They are of the view that whether we have the right
talent within to attract and retain the best available talent.
Cunningham (2007), Argued that one of the main factors to implement successfully Talent
Management in the organization is the permanent commitment from all organization's levels
and cannot be implemented and done only by HR, if so, it would unable to react when
necessity demand to changes in the organization.
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Luff, (2006), Talent Management is not only a new word for sourcing and developing
employees. It requires a dynamic integration between many processes.
Allan Schreyer (2004), Internet has created more confusion than solutions for the world of
recruiting and talent management. It has certainly made things more complex. HR
professionals and even company presidents have become desperate for clarity on the future of
talent management.
Hartley (2004), Talent Management is an expression that extends over a wide set of
activities, such as succession planning, HR planning, employee performance management
etc.
Creelman (2004), Gone further by describing the term as a perspective, or a mindset, where
all corporate issues.
Heinen and O’Neill (2004), Talent Management is one of the most effective ways to achieve
a durable competitive advantage. The question here is how long can the organization sustain
its competitive advantage and keep the knowledge base isolated from competitors.
Creelman (2004: 3). Michaels et.al, (2001), have a similar definition Talent management is
about attracting, developing and retaining talented individuals in the organisation.
William J. Roth well, H.C. Kabanas (2003), Ignites the imagination, expands the
possibilities, and offers practical strategies any organizations can use to effectively develop,
retain and utilize talent for the benefit of an organization and enter the fluid, flexible future.
Managers at all levels will cheer the sanity. Roth well suggests the Tale Research report on
Hidden return on investment (ROI) of Talent Acquisition & Mobility gives a picture of the
economic impact of talent acquisition and mobility and shows the opportunities for cost
reduction and improved corporate performance.
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Berger and Berger (2003), Explains a simple and practical approach to the identification,
assessment and management of talent in the current, dynamic operating business
environment. The book plainly gives advice on how to avoid high staff turnover and poor
morale.
Ed Michaels (2001), Argues that Talent Management is becoming critical. A Talent

Management Mindset should be in stilled in managers throughout the organization. Ed
Michaels is a recently retired McKinney and Company Director, in Atlanta, Georgia.
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CHAPTER-3
RESEARCH
METHODOLOGY
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Market research methodology is as ancient as marketing itself and it is hard to make any
concrete decisions without it. Although different ways are used to carry out this activity, the
end aim is nearly the same: to arrive at a final choice or solution to the problem. "Half the job
is done if you are confident in your ability to achieve anything," says a well-known saying.
And confidence comes from having the right structure in place for the job.
As a result, in order to carry out any work that is required, a framework must be in place. To
begin the research endeavor, we must first determine the research approach that will be
employed.
The process of tackling the research problem in a systematic order is known as research
methodology. It may be thought of as a science that studies how scientific research is carried
out. It examines the many stages that are often taken during the course of research, as well as
the rationale that behind them. It is vital for the research to understand not only the research
techniques but also the methodology used.
3.1 Aims, Objectives and Practices
This research Talent management is a constant process that involves attracting and retaining
high-quality employees, developing their skills, and continuously motivating them to improve
their performance. The primary purpose of talent management is to create a motivated
workforce who will stay with your company in the long run. A systematic approach to talent
management means that there is organisational wide integration and a consistent approach to
management. When systems are more integrated, client satisfaction rates are usually higher,
since they are dealing with fewer people and their needs are met faster.
Objectives of the study
1. To study various Talent Management practices in MNC in India.

2. To analyze the best Talent Management practices applicable in India.
Practices of study
• Retain and Engage employees

• Attracting, Retaining and Developing company’s strategy.
• Resource based view in recruitment.
• Ensure right skills according to jobs.
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• Development of key employees.
3.2 Research Design
A research design is a conceptual structure within which the study is done. It is an arrangement
of circumstances for data collection and analysis in a way that seeks to balance relevance to
the research objective with efficiency in method.
The research design is used is the structured questionnaire for the Primary Research by in
Linked-In Networks for quantitative research. A descriptive approach is the aim to adopt.
3.3 Sampling Plan
A sampling plan is a term widely used in research studies that provide an outline on the basis
of which research is conducted. Further, It tells which category is to be surveyed, what should
be the sample size and how the respondents should be chosen out of the population.
3.3.1 Target Population
HR Managers and Employees, etc.
3.3.2 Sampling Technique
Since not all members of the population had the equal chance of getting selected for collecting
the sample, thus, makes the non-probability sampling. Convenience sampling is more
preferred.
3.3.3 Sample Size
Due to time constraint and also the cost constraints, it is impossible to perform the research on
all the BPO Heads and Shared Services Centers Head available in the country. The study is
performed on selective basis as I will only take interviews and fill questionnaires from Level
5 Companies respective vertical heads.
3.4 Data Collection
Data is collected by using the Linked-In Networks & personal networks with structured
questionnaire. The questionnaire is included with demographic questions and the other
questions.
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3.5 Need and Scope of study
The organization has both difficulties and opportunities as a result of customer attitudes.
Consumers are now very interested in cosmetic items, and they are also aware of the benefits
of cosmetic products. Here, cosmetic firms must comprehend customer attitudes around
cosmetics purchasing behavior in connection to brand loyalty, which will make cosmetics
companies more successful. This study focuses on the elements that influence brand loyalty in
cosmetics among middle-aged women, as well as consumer purchasing decisions. The goal of
the study is to provide trustworthy and credible data that will assist businesses in planning
future operations and marketing strategies.
1. To have the clearer insights of whether to outsource the work to BPO.

2. The study will be further used by MNC’s to take the right decision while shifting their
base to India.
3. The study will help the to analyze and focus on ultimate goal of cost optimization.
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CHAPTER – 4
ANALYSIS
AND
INTERPRETATION
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4.1 GENDER OF RESPONDENTS
The below pie chart depicts the gender composition of the respondents. Out of the total
100 respondents, 53.4% respondents are males and remaining 46.6% respondents are
females.
Fig. 4.1 Pie-chart depicting gender composition of respondents.
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4.2 AGE GROUP OF RESPONDENTS
The below pie chart stated the age group of the respondents. The maximum age group among
the respondents is of 20-30 years that represents 67% of the total respondents. It can be seen
from the below mentioned pie chart that the respondents of age group from 30-40 are 22.3%
of the total respondents. There are almost less respondents of age group 40-50 are 7.8% and
least respondents of the age group 50 and above i.e., 2.9%.
Fig. 4.2 Pie-Chart depicting age group of the respondents.
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4.3 FROM YOUR ORGANISATION POINT OF VIEW, TO WHICH
EXTENT TALENT MANAGEMENT IS IMPORTANT?
The below bar graph depicts that 47.6% of the total respondents strongly agree
to the importance of talent management. 23.3% of the total respondents agree
to the importance od talent managements. Whereas, 18.4% are neutral with
this statement and very less percentage i.e., 7.8% and 2.9% disagree and
strongly disagree with this statement.
Fig. 4.3 Bar Graph depicting importance of Talent Management.
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4.4 CONTRIBUTION TO COMPANY GOALS
The below pie chart depicts the contribution to the company goals. 57.3% of the total
respondents contributes to the company goals. Whereas, 42.7% of the total respondents says
no about contributing to the company goals.
Fig. 4.4 Pie chart depicting the contribution to company goals.
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4.5 ENGAGEMENT OF EMPLOYEES
The below pie chart depicts that 58.3% of the total respondents engage their employees by
Monetary incentives. Whereas, 28.2% of the total respondents engage their employees with
the working conditions in their company and very low part i.e., 13.6% of the total
respondents engage their employees with non-monetary incentives.
Fig. 4.5 Pie chart depicting the engagement of employees.
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4.6 OPINION ON THE FACTORS LEADING TO THE IMPLEMENTATION OF
TALENT MANAGEMENT STRATEGIES IN THE ORGANISATION
The below bar graph depicts that:

1. OUTCOME AS A BETTER ORGANISATION
23 & 19 respondents out of the total respondents strongly agree and agree to this statement.
27 respondents out of the total respondents depicts that they are neutral with this statement.
Whereas, 11 & 23 respondents disagree and strongly disagree with this statement.
2. MAXIMISATION OF ORGANISATIONAL EFFECTIVENESS AND EFFICIENCY
3. FOR LONG TERM SUSTENANCE
4. CHANGES IN SKILLS SET S FOR FUTURE LEADERS
5. CHANGE IN MANAGEMENT STRUCTURE
6. INCREASE IN RETENTION OF INTERNAL TALENT
7. COST REDUCTION IN BUSINESS
8. BUSINESS REALIGNMENT
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9. ENHANCEMENT OF SKILLS, KNOWLEDGE, BEHAVIORS FOR COMPETITIVE
LANDSCAPE
10. CHANGE IN ORGANIZATIONAL CULTURE
Fig.4.6 Bar graph depicting different factors leading to the implementation of talent
management strategies.
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4.7 ATTRACTING EMPLOYEES TOWARDS THE ORGANISATION
The below pie chart depicts that 68% of the total respondents include all the parameters for
attracting their employees in the company. 11.7% of the total respondents only use
promotional aspects to attract their employees. Whereas very less respondents i.e., 10.7% use
salary packages and 9.7% only use rewards and recognitions.
Fig.4.7 Pie chart depicting attraction towards the organisation.
33 | P a g e
4.8 TURNOVER RATE OF EMPLOYEES
The below pie chart depicts very slight difference between Average no. of people in the
company and hiring and firing of the employees i.e., with 35% and 34% of the total
respondents. Whereas, 16.5% of the total respondents opted for other access for turnover rate
of the employees and 14.6% of the total respondents doing turnover using contract turnover.
Fig. 4.8 Pie chart depicting Turnover rate of the employees.
34 | P a g e
4.9 POLICIES OFFERED TO RETAIN THE EMPLOYEES
The below pie chart depicts that 65% of the total respondents use all of the above given
policies offered to retain the employees. Whereas, there is a very slight difference between
the employee well being and the grievance cell with 13.6% and 12.6%. Also, very low
respondents i.e., 8.7% of the total respondents offer safe working environment.
Fig. 4.9 Pie chart depicting Policies offered to retain the employees.
35 | P a g e
4.10 CONDUCTING TRAINING PROGRAMS
The below bar graph depicts that mostly respondents i.e., with 47.6% of the total respondents
conduct training programs monthly. Whereas, 32% of the total respondents conduct training
programs yearly and remaining 20.4% of the total respondents conduct training programs
weekly.
Fig.4.10 Bar graph depicting conduction of training programs.
36 | P a g e
4.11 ENSURE EMPLOYEES HAS RIGHT SKILLS ACC. TO THE JOB OFFERED
The below pie chart depicts that most of the respondents i.e., 52.4% of the total respondents
use all the techniques to ensure the employees has right skills according to the job offered.
19.4% of the total respondents use group discussions. Whereas, remaining respondents with a
very minor difference i.e., with 14.6% and 13.6% does interview round and aptitude tests to
ensure the employees has right skills according to the job offered.
Fig. 4.11 Pie chart depicting Employees has right skills according to the jobs offered.
37 | P a g e
4.12 THINGS KEPT IN MIND WHILE RECRUITING NEW EMPLOYEES
The below pie chart depicts that most of the respondents i.e., 68% use all the techniques
mentioned for recruiting new employees. 15.5% of the total respondents used only
educational level. Whereas, very less respondents i.e., 9.7% used skills. While the remaining
6.8% used the personality as things to be kept in mind while recruiting new employees.
Fig. 4.12 Pie chart depicting things to be kept in mind while recruiting new employees.
38 | P a g e
4.13 MANAGING CULTURE OF EMPLOYEES
The below pie chart depicts that most of the respondents i.e., 65% of the total respondents use
all the above-mentioned techniques while managing the culture of the employees. 14.6% of
the total respondents start with a clear vision. Whereas, 11.85 of the total respondents take
care of gradual changes and the remaining 8.7% provides with the cultural holidays to the
employees.
Fig. 4.13 Pie chart depicts managing the culture of the employees.
39 | P a g e
4.14 PLANNING EMPLOYEE CAREER ON HIS/HER WORKING
The below pie chart depicts that most of the respondent’s plan career taking into
consideration the employees of the organisation. Whereas, the remaining 13.6% said no to
this statement that they don’t plan employee career on their working in the organisation.
Fig.4.14 Pie chart depicts planning of employee career on their working.
40 | P a g e
4.15 PLANNING YOU CAREER WITH THE ORGANISATION
The below pie chart depicts that 38.8% of the total respondent’s plan their career with the
company for 3-5 years. Whereas, with a very slight difference i.e., 25.2% of the total
respondents plan their career for more than 7 years and 23.3% of the total respondents plan
their career for 1-3 years with the organisation. Remaining 12.6% plan their career with the
organisation for 5-7 years.
Fig.4.15 Pie chart depicts planning your career with the organisation.
41 | P a g e
4.16 THINGS TO DO, TO DEVELOP NEW STRATEGIES FOR THE COMPANY
The below pie chart depicts that mostly respondents with 31.1% of the total respondents used
Brain storming method for developing new strategies for the company. Whereas, 29.1% of
the total respondents used Surveys and with very minor difference 25.2% of the total
respondents used Group Discussion method and the remaining 14.6% respondents used other
methods to develop new strategies for the company.
Fig.4.16 Pie chart depicts developing new strategies for the company.
42 | P a g e
CHAPTER – 5
FINDINGS
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5.1 DEMOGRAPHIC PROFILE OF THE RESPONDENTS:
1. Out of the total 100 respondents, 53.4% respondents are males and remaining 46.6%
respondents are females.
2. The maximum age group among the respondents is of 20-30 years that represents
67% of the total respondents. It can be seen from the below mentioned pie chart that
the respondents of age group from 30-40 are 22.3% of the total respondents. There are
almost less respondents of age group 40-50 are 7.8% and least respondents of the age
group 50 and above i.e., 2.9%.
3. In this, very slight difference between Average no. of people in the company and
hiring and firing of the employees i.e., with 35% and 34% of the total respondents.
Whereas, 16.5% of the total respondents opted for other access for turnover rate of the
employees and 14.6% of the total respondents doing turnover using contract turnover.
4. Out of 100 respondents, most of the respondents i.e., 52.4% of the respondents use all
the techniques to ensure the employees has right skills according to the job offered.
19.4% of the total respondents use group discussions. Whereas, remaining
respondents with a very minor difference i.e., with 14.6% and 13.6% does interview
round and aptitude tests to ensure the employees has right skills according to the job
offered.
44 | P a g e
5.2 PREFRENCES OF THE RESPONDENTS:
1. Out of 100 respondents, 58.3% of the respondents engage their employees by

Monetary incentives. Whereas, 28.2% of the total respondents engage their employees
with the working conditions in their company and very low part i.e., 13.6% of the
total respondents engage their employees with non-monetary incentives.
2. Out of 100 respondents, 68% of the respondents include all the parameters for
attracting their employees in the company. 11.7% of the total respondents only use
promotional aspects to attract their employees. Whereas very less respondents i.e.,
10.7% use salary packages and 9.7% only use rewards and recognitions.
3. Out of 100 respondents, most of the respondents i.e., 68% use all the techniques
mentioned for recruiting new employees. 15.5% of the total respondents used only
educational level. Whereas, very less respondents i.e., 9.7% used skills. While the
remaining 6.8% used the personality as things to be kept in mind while recruiting new
employees.
45 | P a g e
5.3 OPINION OF THE RESPONDENTS:
1. OUTCOME AS A BETTER ORGANISATION
2. MAXIMISATION OF ORGANISATIONAL EFFECTIVENESS AND

EFFICIENCY
3. FOR LONG TERM SUSTENANCE
4. CHANGES IN SKILLS SET S FOR FUTURE LEADERS
5. CHANGE IN MANAGEMENT STRUCTURE
6. INCREASE IN RETENTION OF INTERNAL TALENT
7. COST REDUCTION IN BUSINESS
46 | P a g e
8. BUSINESS REALIGNMENT
9. ENHANCEMENT OF SKILLS, KNOWLEDGE, BEHAVIORS FOR

COMPETITIVE LANDSCAPE
10. CHANGE IN ORGANIZATIONAL CULTURE
11. Out of 100 respondents, 31.1% of the respondents used Brain storming method for
developing new strategies for the company. Whereas, 29.1% of the total respondents
used Surveys and with very minor difference 25.2% of the total respondents used
Group Discussion method and the remaining 14.6% respondents used other methods
to develop new strategies for the company.
47 | P a g e
5.4 COMPANY ENVIRONMENT
1. Out of 100 respondents, 65% of the respondents use all of the above given policies
offered to retain the employees. Whereas, there is a very slight difference between the
employee well-being and the grievance cell with 13.6% and 12.6%. Also, very low
respondents i.e., 8.7% of the total respondents offer safe working environment.
2. Out of 100 respondents, with 47.6% of the respondents conduct training programs
monthly. Whereas, 32% of the total respondents conduct training programs yearly and
remaining 20.4% of the total respondents conduct training programs weekly.
48 | P a g e
5.5 CULTURE
1. Out of 100 respondents, most of the respondents i.e., 65% of the respondents use all
the above-mentioned techniques while managing the culture of the employees. 14.6%
of the total respondents start with a clear vision. Whereas, 11.85 of the total
respondents take care of gradual changes and the remaining 8.7% provides with the
cultural holidays to the employees.
2. Out of 100 respondents, most of the respondent’s i.e., 86.4% plan career taking into
consideration the employees of the organisation. Whereas, the remaining 13.6% said
no to this statement that they don’t plan employee career on their working in the
organisation.
3. Out of 100 respondents, 38.8% of the respondent’s plan their career with the company
for 3-5 years. Whereas, with a very slight difference i.e., 25.2% of the total
respondents plan their career for more than 7 years and 23.3% of the total respondents
plan their career for 1-3 years with the organisation. Remaining 12.6% plan their
career with the organisation for 5-7 years.
49 | P a g e
CHAPTER – 6
CONCLUSION
AND
LIMITATION
50 | P a g e
CONCLUSION:
Approx. 50% of the respondents from the organisation consider strongly agree that Talent
management is mandatory now days. If the organisation keeps their employees happy and also
keep their working environment up to date according to the needs of the employees, this helps
them to contribute towards the company goals. Organisation uses monetary incentives as their
main technique to engage their employees. In the organisation the contract turnover is mainly
done through hiring and firing of the employees. The organisation uses safe working
environment, grievance cell, employee well being as their policies to retain their employees.
The organisation conducts training programs every week for the better development of their
employees. The organisation always ensures that employees who have the right skills according
to the job offered are heired. While recruiting the new employee, things organisation has to
keep in mind are skill, personality and the education level of the employees, The main task of
every organisation is to manage culture of their employees so they use the following
technique’s i.e., culture holidays, making gradual changes according to the changing
environment and to start with the clear vision. Most of the organisation plan the career of the
employees on their working with the organisation for different years. Organisation is always
very sure about the things they need to do for the company and also, they are ready to develop
and enhance new strategies according to the changing environment.
The employee’s ultimate responsibility is to manage his/her own career development.

Managers are engaged in career discussions with subordinate employees to clarify their efforts
and interests. They also identify, assess and develop the potential of subordinate employees to
become successors of their own job. At the same time, they review succession plans, ensure
their topicality, control and support the development of employee talents through assigned
rotational tasks, stretching tasks and various other options.
There is a "Leadership Talent Program", development program, where only talented

employees can participate. Hard skills are professional knowledge and skills that are
relatively easy to measure. They are an integral part of the professional competence
51 | P a g e
requirement to perform a particular job task. An employee completes three levels of courses,
from low to high, and is tested using computer tests. The essence of job shadowing is to
observe the work performance of another employee and to share his/her knowledge and
skills.
52 | P a g e
LIMITATIONS OF THE STUDY:
• Research is limited to certain parts in Ludhiana.

• Time preference puts hindrance in conducting research.
• Changes in managers choices.
• Chances of some biasness cannot be eliminated.
• Some people were not willing to cooperate.
53 | P a g e
CHAPTER – 7
BIBLIOGRAPHY
54 | P a g e
• How far has international HRM travelled? A systematic review of literature on
multinational corporations (2000–2014) - ScienceDirect
• https://fardapaper.ir/mohavaha/uploads/2019/09/Fardapaper-Talent-management-a-
systematic-review-and-future-prospects.pdf
• Full article: Corporate governance in India: A systematic review and synthesis for
future research (tandfonline.com)
• Emerging multinationals' strategic asset-seeking M&As: a systematic review |
Emerald Insight
• Sustainability | Free Full-Text | Employer Branding as a Talent Management Tool: A
Systematic Literature Revision (mdpi.com)
• 2020-110102.pdf (jespublication.com)
• International HRM in the context of uncertainty and crisis: a systematic review of
literature (2000–2018): The International Journal of Human Resource Management:
Vol 0, No 0 (tandfonline.com)
• Six principles of effective global talent management - ePub<sup>WU</sup>
• An evidence-based multilevel framework of talent management: a systematic review |
Emerald Insight
• An exploration of the global development of emerging country multinationals : a
study of strategic ambitions and talent management in China and India (curtin.edu.au)
• The role of the corporate HR function in global talent management - ScienceDirect
• Holistic indigenous and atomistic modernity: Analyzing performance management in
two Indian emerging market multinational corporations - Malik - 2021 - Human
Resource Management - Wiley Online Library
• Talent management in India* | JONATHAN P. DOH, WALTER G. TYMON, JR. AN
(taylorfrancis.com)
• Influences of Talent Management Practices on Career Progression of Women in the
Indian IT Industry - NORMA@NCI Library (ncirl.ie)
• Impact of HRM practices on innovative behaviour: mediating role of talent
development climate in Indian firms: The International Journal of Human Resource
Management: Vol 0, No 0 (tandfonline.com)
• Incorporating the macro view in global talent management - ScienceDirect
• Human resource management research and practice in Asia: Past, present and future -
ScienceDirect
55 | P a g e
• Talent management decision making | Emerald Insight
• Global talent management and global talent challenges: Strategic opportunities for
IHRM - ScienceDirect
• Integrated Talent Management Scale: Construction and Initial Validation - S.
Jayaraman, Parvaiz Talib, Ahmad Faraz Khan, 2018 (sagepub.com)
• Effects of Partnership Quality, Talent Management, and Global Mindset on
Performance of Offshore IT Service Providers in India - ScienceDirect
• Randall Schuler_GTM SHRM_ Report_Final_Oct 28,2012_0.pdf (rutgers.edu)
56 | P a g e
CHAPTER – 8
ANNEXURE
57 | P a g e
I am an MBA student conducting research on Systematic study of best practices
of Talent Management for academic purpose only.
The questionnaire is prepared for research purpose.
Please answer the following questions correctly.
Your identity and information will be kept secret.
Thanks for sparing your valuable time.
Note: Tick (√) the option of your choice
58 | P a g e
QUESTIONNAIRE:
1. Name:
____________________
2. Gender:
A. Male
B. Female
C. Prefer not to say
3. Age Group:
A. 20-30
B. 30-40
C. 40-50
D. 50 and above
4. From your organisation point of view, to which extent talent management

is important?
A. Strongly Agree
B. Strongly Disagree
5. Do you contribute to your company goals?

A. Yes
B. No
59 | P a g e
6. If yes, State How?
7. How do you engage your employees?

A. Non-monetary incentives
B. Monetary incentives
C. Working conditions
8. What is your opinion on the following factors leading to implementation

of Talent management strategies in your organization?
Strongly Disagree Neutral Agree Strongly

Disagree agree
OUTCOME AS A
BETTER
ORGANIZATION
MAXIMIZATION OF
ORGANISATIONAL
EFFECTIVENESS AND
EFFICIENCY
FOR LONG TERM
SUSTENANCE
CHANGES IN SKILL
SETS FOR FUTURE
LEADERS
CHANGE IN
MANAGEMENT
STRUCTURE
INCREASE IN
RETENTION OF
INTERNAL TALENT
COST REDUCTION IN
BUSINESS
60 | P a g e
BUSINESS
REALIGNMENT
ENHANCEMENT OF
SKILLS, KNOWLEDGE,
BEHAVIORS FOR
COMPETITIVE
LANDSCAPE
CHANGE IN
ORGANIZATIONAL
CULTURE
9. What all do you do to attract employees towards your organisation?

A. Salary packages
B. Promotional aspects
C. Rewards and Recognitions
D. All of the above
10.How do you access the turnover rate of employees?

A. Contract turnover
B. Average no. of people in the company
C. Hiring and firing of employees
D. Other
11.What policies do you offer to retain your employees?

A. Safe working environment
B. Grievance cell
C. Employee well being
D. All of the above
61 | P a g e
12.How often do you conduct training programs?
A. Weekly
B. Monthly
C. Yearly
13.How do you ensure that the employee has right skills according to the job
offered?
A. Aptitude test
B. GD’s
C. Interview round
D. All of the above
14.What all things that you keep in mind while recruiting new employees?
A. Skills
B. Education level
C. Personality
D. All of the above
15.How do you manage culture of employees?

A. Cultural holidays
B. Make gradual changes
C. Start with a clear vision
D. All of the above
16.Do you plan your employee career on his/her working?

A. Yes
B. No
62 | P a g e
17.How long do you plan to continue your career with organisation?
A. 1-3 years
B. 3-5 years
C. 5-7 years
D. 7 years and above
18.What all do you do to develop new strategies for the company?

A. Brain storming
B. GD’s
C. Surveys
D. Other
63 | P a g e

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Research Project

SYSTEMATIC REVIEW OF BEST PRACTICES OF TALENT

Submitted in partial fulfilment of the requirements for the degree of Master of

Department of Business Administration

Punjab College of Technical Education, Baddowal, Ludhiana

Punjab Technical University, Jalandhar.

Research Supervisor/Advisor: Submitted By:

MS. NAMRATA BHALLA RIDHIMA GUPTA

(ASSISTANT PROFESSOR) (2012949)

Official Email ID-

PROF. NAMRATA BHALLA

I, Ridhima Gupta, (MBA 2020-2022) at PUNJAB COLLEGE OF TECHNICAL

Roll no.: 2012949

Roll No. 2012949

This research report will investigate “SYSTEMATIC REVIEW OF BEST PRACTICES

Signature of Advisor Signature of Student

Prof. Namrata Bhalla Ridhima Gupta

III Proposed Research Methodology

• Objectives of the study

• Data analysis tools

• Need and scope of the study

IV Analysis and interpretation

• Importance of Talent Management

• Contribution towards company goals

• Factors leading to implementation of TM

• Access turnover rate of employees

• Policies offered to retain employees

• Conducting training programs

• Ensuring right skills according to job offered

• Recruiting the employee

• Managing culture of the employee

• Plan to continue career with organization

• Developing new strategies for company

VI Conclusion and limitation

A characteristic feature of a talented employee is the proven relationship to company

1.3 RETENTIONS OF TALENTED EMPLOYEES

• Fundamental leadership – time management, conflict resolution, motivation and

There is a "Leadership Talent Program", development program, where only talented

1.4 THE LEADERSHIP TALENT REVIEW

Ed Michaels (2001), Argues that Talent Management is becoming critical. A Talent

3.1 Aims, Objectives and Practices

Objectives of the study

1. To study various Talent Management practices in MNC in India.

• Retain and Engage employees

3.2 Research Design

3.3 Sampling Plan

3.3.1 Target Population

HR Managers and Employees, etc.

3.3.2 Sampling Technique

3.3.3 Sample Size

3.4 Data Collection

1. To have the clearer insights of whether to outsource the work to BPO.

Fig. 4.1 Pie-chart depicting gender composition of respondents.

Fig. 4.2 Pie-Chart depicting age group of the respondents.

Fig. 4.3 Bar Graph depicting importance of Talent Management.

Fig. 4.4 Pie chart depicting the contribution to company goals.

Fig. 4.5 Pie chart depicting the engagement of employees.

The below bar graph depicts that:

Fig.4.7 Pie chart depicting attraction towards the organisation.

Fig. 4.8 Pie chart depicting Turnover rate of the employees.